US Bond: More Shocks In Inventory Crisis

In fact, the United States in the experience shop O2O test water, thoroughly exposed its problem, that is, it still stays in "I think what users need", rather than Zara and a crowd of clothing business operators are practicing "what users need what I provide."

At the beginning of 2012, Shenyang Wanguo Securities released a report that it had reduced its inventory to 2 billion 500 million yuan by the end of 2011.

At that time, the net assets of Smith Barney were 3 billion 200 million yuan.

At a senior management meeting at that time, Zhou Chengjian criticized his subordinates' anger in the stock market as "three eggs without one", namely asshole, bastard and nonsense, and omission.

People may not be scolded, but they may be discouraged and leave. Just before and after a curse, the United States has seen a dramatic upheaval.

At that time, the media reported that in November 2010, the United States announced the 185 equity incentive list, including 7 vice presidents, 17 directors and 161 department managers.

Among these people, there are not less than 40 people leaving the US state, accounting for more than 20%.

These include the old ministers at the beginning of the founding of the United States.

At the moment, Zhou Chengjian is planning a new plan -- O2O.

He wants to use the power of O2O to solve the slow supply chain and become a fast fashion brand like Zara.

This is not a whim.

After 2010, a large number of fast fashion brands, such as vanclpin, appeared in the form of electronic commerce. The vertical electricity supplier mode adopted a similar mode of American bond, but with the advantage of the flat channel of the electricity supplier, it easily realized the quick response effect of the supply chain that the United States wanted to achieve.

Light assets, light channel, low inventory and other electricity supplier characteristics, but also at the same time stimulate the nerves of the United States.

Fast following the trend became the first choice of the United States.

In December 2010, bon's electronic business platform purchased online.

The US bond movement even took the lead in many Internet companies, taking the lead in realizing the sweep shop consumption in a physical store, a store shortage, nationwide search for goods, and online shopping line replacement.

It has formed an application scenario characterized by traditional online shopping and O2O testing.

In order to better stimulate young people's desire to shop, in early 2011, the United States opened a brand new concept: "I am a new national product" and invited the pop king Jay Chou to give it a boost.

However, as many traditional costumes appear unacclimatized in the initial test of electricity supplier, the new action of the US bond has not only achieved no actual effect, but intensified its contradiction with its franchisees and even direct stores in the later stage. It is difficult to coordinate the styles, prices and even discount activities on the three channels, so that the stocks of the US state are more full.

Moreover, the slogan of the new national product has even driven away some consumers.

"Originally the United States is a national product."

For many American customers, it used to be consumed as a foreign brand.

By 2014, Zhou Chengjian, who was deeply trapped in many contradictions between channel and inventory, had to admit that in the age of "channel is king", clothing enterprises would open shop by spending money to smash channels, and now the "user is king" era, it became money spent to smash users, like taxi burning software.

One data can testify to the change of thinking. In 2014, nearly 800 American bond stores were 4 times the previous year, so nearly 5000 stores in the US state were at its peak, which fell to more than 4000 at once.

Because Zhou Chengjian figured out the crux of the problem, closing shop became the general trend.

Meanwhile, the United States began to test the water again.

The mode choice is O2O.

In August 2014, the United States announced that the clothing will be original.

66 million yuan to pfer 33% of its equity held by the Changan fund.

The industry has said that the main business continues to decline in the United States is currently actively promoting the pformation of Internet based innovation, and this pformation requires funds to support, even if only a small area of 66 million yuan.

60 million this figure can explain the embarrassment of the United States at that time.

In 2013, Smith Barney closed some franchises and opened more than 1000 Direct stores.

The purpose of doing this is to solve the game between past franchised stores and direct stores through Zara, but on the other hand, it is planning layout for O2O experience store.

The way of the United States is to characterize the city.

Together with the pformation, a number of experiential shops have been launched in the whole country, and the storefront design has been implanted with local cultural elements.

Take Hangzhou as an example, the flagship store of Hangzhou is the first O2O flagship store that has been pformed. It has been changed to the "central station style". The hall has been pformed into a waiting hall, and the fitting room has been designed as a train carriage to create a situational shopping experience.

In addition to providing a variety of O2O services, the store has also set up leisure areas to provide coffee snacks.

The newly opened Chongqing Xinhua International store moved the new art workshop into the shop.

This ideal blueprint looks beautiful, but in practice, it has really become an ideal.

Huang Xi, the shopkeeper of the Metersbonwe O2O experience shop, who opened in Chongqing's Monument for Liberation and opened in March 2013, told the media in 2015: "such stores like O2O experiential shops are generally not making money, just to make signs."

Even in order to make the experience more close to the people, in May this year, Wuhan's American stores added a toddic manicure experience area, moved the O2O platform toddling manicure service to the store to keep the guests.

In some media impressions, over 2 years have passed.

Hangzhou, or the Chongqing experience shop launched after upgrading, are very few visitors. The expectation is quite different from the real effect.

Why is that so? Maybe the truth is not complicated.

That is, the diversified experience service of large department stores is based on the huge volume of venues and the diversified services of various businesses, and it turns experience into a more intimate shopping guide strategy.

The first element of staying at least is to allow customers to loiter around, and then to "impulse consumption" in stroll.

And the experience store that we can see at a glance, the diversification experience is more, the reality space of wandering is still narrow, after all, it is a clothing store, the imagination space of such an experience scene is still limited.

Adding some Internet experience plug-ins can not be called O2O, such as takeaway, upgrading to WeChat by telephone, or even landing on the takeaway platform. It is also not O2O.

At best, it is only a shop with WIFI service, but just now, which store has no free WIFI for customers to enjoy?

The goods in the store haven't changed.

The customers who come from the Internet and come from the roadside are actually the ones.